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\caption{Change Management Tactics in HEIs \protect \cite{Curry2002}.} 
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  	\emph{Embrace relentless incrementalism as the change approach} &
  	Incrementalism is a natural act, and measured increments will create
  	structured opportunities to learn ``as you go'' and constantly refine strategies.
  	The action-feedback-reaction iteration can be institutionalized to suppress
  	resistance to change. \\

	\emph{Walk a mile in the shoes of those whose roles you would change} &
	Understand their worlds and learn what they need from you. Iterate between your
	expectations and their needs. Walk in many different shoes, and often. Teach
	each other. Become comrades.\\
	 \emph{Continuously build trust} &
	The most important and time-consuming responsibility that leaders have. It is
	needed to make sustainable change. Communication, including the building of
	personal relationships, is the watchword.\\  	\emph{Create ``demand pull" for change rather than ``supply push"} &
  	This will be counter-intuitive to the technology wonks in IT department or
  	centres. \\

  	\emph{Lead change from the business rather than the technology side of
	 the house} & 
	 Make the business case compelling so that others will embrace
	 the goals. Technology may be the means, but it is not the end. Think people
	 first, process second, organization third, and technology fourth. \\

  	\emph{Create local change champions and make them part of project
  	leadership} & 
  	All good people want to do better and know many of the changes
  	that will improve their work lives. Work collaboratively with local
  	administrators and they will listen to (and trust) their
  	peers more. But	don not let the local champions forget their organizational
  	roots. They need to keep the common touch as they  ``walk with kings" on
  	behalf of the whole. \\

  	\emph{Use timing and the times to advance the pace of change} &
	Sometimes getting on bandwagons is the right thing to do. Choose bandwagons
	carefully. Look for moments of organizational instability-changes in leadership
	or budget crises, for example-to advance the change agenda as a preferred
	solution. \\

  	\emph{Create role models and pilot implementations; facilitate peer
  	pressure for change} & 
	Sometimes change is too overwhelming to contemplate in the abstract. Seeing
	others follow new ways and use new tools can reduce anxiety and motivate
	emulation. Design or join peer groups. \\
  	\emph{Be an exemplar: Do it first before others} &
	Doing is more impressive than saying. We will create believers if we can
	exhibit, within our span of authority, the virtues of the new ways we
	espouse. \\

	\emph{Align central and local incentives for change} & 
	How to encourages all stakeholders to participate in the change, for-example by
	sharing obtained benefit with departments. \\
	\emph{Under-promise and over-deliver}. &
	Never overstate or mislead people's expectations. Be the first to announce new
	knowledge of project problems. Otherwise, it can destroy trust, which is much
	harder to regain than lose. \\
	\emph{Consistently learn from your successes and mistakes} & 
	Create and sustain information feedback required to learn. Always conduct
	post-mortems analysis at every project milestone to sustain information feedback
	required to learn. \\
	\emph{Persist} &
	Everyone's time is a scarce resource. It is a better chance to spend time
	appropriately in any condition. \\
	\emph{Create locally adaptive business processes and technology
	solutions} &
	Universities are organized anarchies, loosely coupled
	organizations. Different departments may need to do things differently.
	Knowing when to hold and when to fold is a learnable art. All implementation is
	local \\

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